Introduction

Motivation has been defined as the psychological process that gives behaviour purpose and direction(Kreitner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve(Bedeian, 1993). In psychology, motivation refers to the initiation, direction, intensity and persistence of behavior (Green, 1995). In simplistic terms, we can define motivation as the desire and willingness to dosomething and the inner force that helps individuals achieve their goals. Understanding what motivatesemployees and what can employers do to motivate their internal customers has been the focus of research by many researchers and the topic has gained special prominence in recent years. This ismainly because motivated employees can provide a firm with a distinctive advantage and a comptetitiveedge and by being more productive they can help organisation thrive and survive. There are two schoolsof thought on motivational theories, the scientific school of thought and the behavioural school of thought.

Scientific Model

The basis of scientific management is considering employees as an input to the production of goods andservices. The approach stresses on scientific selection, training and development of workers instead of allowing them to choose their own tasks and training methods and its objective is to carry out work inaccordance with scientifically devised procedures. One of the pioneers and inventor of scientific approachto management was Frederick Taylor.Frederic Taylor, (1856-1915) was the first to analyse human behaviour scientifically with his machinemodel by making individuals into the equivalent of machine parts. He broke down the tasks to its smallestunit to figure out the best approach. After careful analysis of the job, workers were trained to do only thosemotions essential to the task. Taylor attempted to make a science for each element of work and restrictbehavioural alternatives facing worker and looked at interaction of human characteristics, socialenvironment, task, and physical environment, capacity, speed, durability and cost. The overall goal was toremove human variability. (Terpstra, 2005) Taylor's machine model was a success and did increaseproduction and profitability because rational rules replaced trial and error and management became moreformalized which eventually led to increased efficiency. But Taylor's treatment of human beings likemachines faced resistance from managers and workers who considered this way of working as"dehumanization of work". One of the other features of Taylor's work was stop-watch timing as the basisof observations and breaking the timings down into elements. This method also faced stiff groupresistance because no one likes to be so close monitored for each little part of the work he/she does.Despite its criticisms, Taylor's methods had a great impact on work because he invented a new, efficientand more productive way to work that changed the complete nature of the industry. Before scientificmanagement, departments such as work study, personnel, maintenance and quality control did not exist.

(Buford, 2000) The core elements of scientific management remain popular and have only been modifiedand updated to suit the current scenario.

Behavioural approach

Unlike scientific approach behaviour approach places emphasis on what motivates people and seeks toidentify and account for the specific influences that motivate people. Some of the distinguished theories of behavioural approach to motivation are discussed below.Maslow (1943) put forward the 'hierarchy of needs theory' which saw human needs in the form of ahierarchy, ascending from lowest to the highest. He argued that lower level needs had to be satisfiedbefore the next higher level need and once one set of needs is satisfied, this kind of need ceases to be amotivator.The five needs are:

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Physiological needs

- These are the most basic human needs which are important for sustenancelike food, water, warmth, shelter, sleep etc. Maslow argued that unless physiological needs aresatisfied to a degree, no other motivating factor can work.

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Safety or Security needs

- These are needs to be free of physical danger and emotional harm likethe fear of losing a job, property, food or shelter. It relates to security, protection and stability inthe personal events of everyday life.

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Social Needs

- These are needs for love, affection and belongingness and social acceptance.People are social beings and try to satisfy their needs for acceptance and friendship.

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Esteem

- Once people's social needs are satisfied, they look for esteem (reputation). This needproduces such satisfaction as power, prestige status and self confidence. It includes both internalesteem factors like self-respect, autonomy, achievements and external esteem factors such asrecognition and attention as well as personal sense of competence. (Source)

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Self actualization

- This need is the drive to become what one is capable of becoming. It's theneed to grow and use abilities to the fullest potential. It includes growth and self-fulfillment byachieving one's potential to accomplish something

Looking at Maslow's hierarchy of needs triangle, as each needs are substantially satisfied, the next needbecomes dominant. (eg. esteem needs become dominant after social needs are satisfied).Also, when aneed gets substantially satisfied, it stops to be motivating. The crux of Maslow's theory is to focus onfinding out the level of hierarchy the person is in and focusing on satisfying his/her needs and the needsabove it. Maslow's theory of needs has been wider recognised and is being practiced by managersacross the globe. The theory's ease of understanding and intuitive logic makes it easy to implement, butthere is no empirical evidence to validate the theory and there is no metric to measure the success of thetheory after being implemented. So, the quantitative impact of Maslow's theories cannot be accuratelymeasured.Frederick Herzberg's (1959) famous quote says "If you want people to do a good job, give them a good job to do." Herzberg's motivational theory has a two component approach and is known as the two-factor theory. His theory suggests that things which prevent dissatisfaction are not the same as things whichcreate satisfaction. (Herzberg, 1959) When people are dissatisfied (de-motivated) with their work it isusually because of discontent with environmental factors which he terms as "Hygiene Factors". Thesehygiene factors include factors such as, security, status, relationship with subordinates, personal life,salary, work conditions, relationship with supervisor, company policy and administration (Bedeian, 2003).These are the factors whose presence in the organization is natural and does not lead to motivation,however its absence does lead to de-motivation. Hygiene factors include the work and the organizationalenvironment. The second component of the theory involves factors whose absence causes nodissatisfaction but whose presence has huge motivational value. Herzberg terms these factors as'Motivational factors' which are factors such as growth prospects, career progression and advancement,responsibility, challenges, recognition and achievements. The theory concentrates around the fact that theopposite to satisfaction is not dissatisfaction and merely removing dissatisfying characteristics from a jobdoes not necessarily makes the job satisfying. Herzberg stresses that both the approaches (hygiene and